Toyota Kata - Here's Why!

transcript

revere s e e r e f l e c t a c t

Learn scientific thinkingby practicing the

Improvement Kata& Coaching Kata

Apr 8, 2023

A presentation byA presentation by

Joakim Hillbergand

Pia Anhede

Joakim Hillbergand

Pia Anhede

Apr 8, 2023

May 2014Revere AB

Göteborg, Sweden

May 2014Revere AB

Göteborg, Sweden

joakim@hillberg.com pia@anhede.com

Organizations DisappearOrganizations Disappear

Life expectancy is about 12-15 years and decreasing …

A lot of good ideas but bad

habits and little improvement

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Leaders want a magic pill or simple formula for success … but there is none !

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So what should we do?So what should we do?

IMPROVE

CONTINUE

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Some core principles for improvingSome core principles for improving

100 brains are more than 1, i.e.not enough with leaders improving

Everyone has two jobs; do and improve– Furthest out in organization, closest to the

customer, is where value added is created and knowledge of what is delivered

– Leaderships deploys direction and train. Can not delegate improvement work.

Crucial skills is ability to handle problems and challenges. Demands a change in behavior!

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Why Lean?Why Lean?

• Different from other management theories• ”Practice-based”, i.e. based on what works

with Toyota as reference. Lean is developedfrom learning not from design and theory.

• Other methods are theory based, not rooted in actual work.

• This also means that Lean is about doing!

• Fundamental thinking in Lean is improving scientifically (PDCA thinking)

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Create flow

Customer perspective

Daily pulse

Plan, measurements, standards

Visual control

System for continuous improvement

Execute and improve(focus on deviations)

We do all of this in order to move towards our strategic direction. There is no reason to do lean just for the sake of it!

Challenge and improve

What is Lean ?What is Lean ?

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So Lean sounds great but there are challenges in making it happen

Results15%

Years1 3 5 7 9

Low Hanging Fruit Region

Case A – Continued success

Case B – Flat lined trend

Case C – Slight decline

Case D, E, F – Major decline

Case G – Never got off the ground

Source: Shingo Prize Institute & Art Smalley

According to Shingo Prize Institute data, only about 15% of the organizations implementing Lean continue to develop, improve and deliver measureable results.

In other words, 85% of the organizations flatten out and fall back.

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You cannot just copy those who are successful at it ?(e.g. Toyota)

… or just use methods and tools?

A common mistake in Lean is just to use ready made solutions, tools, methods.Three relevant questions:1. Who invented the methods ?2. What problem was solved ?3. Do we have the same problem ?But the big question is how can we change the organizational behavior??

A challenge is to create a culture of continuous improvement & scientific thinking

http://bizarrocomic.blogspot.se/2008/04/comedy-buddies.html

Purpose of KataPurpose of Kata

How to practice, both practically and systematically, in making challenging, strategically-relevant improvements.

To train leaders in how to lead and coach challenge-driven improvements.

This can change an organization’s behavior and culture to one of continuous improvement and scientific thinking.

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How good are youat improving ?

In groups of 4 Watch the video of the assembly process.

Each person watch one of the 4 operators. Video will roll 5 minutes Record: What would you improve? Present what you suggest on flipchart

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What’s the problem with improving via random suggestions & eliminating waste?

Graphic from a post on Linkedin

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If you ask people what they think we should improve, you will get as many answers as

individuals!

If you ask people what they think we should improve, you will get as many answers as

individuals!

Lots of problems, wastes and improvement opportunities

This is important

Hmm, interesting

We did this at my prior job …

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If we do not have a clear direction, we will fool ourselves that things get better just as

long we get things done!

If we do not have a clear direction, we will fool ourselves that things get better just as

long we get things done!

1. We want to have a clear and strategically-relevant direction for our improvements.

Cat: Where are you going?Alice: Which way should I go?Cat: That depends on where you are going.Alice: I don’t know.Cat: Then it doesn’t matter which way you go.

Will lead to change, but not what we need and we will waste the little time we have for improvement on the wrong stuff!

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OK, but a good visionalone is not enough

1961 visionBut there are many ways to send a man to the moon!! 1962 Lunar Orbit Rendezvous was chosen (big debate and not first choice) 1966 Apollo 1 first unmanned 1968 Apollo 7 first manned 1969 may Apollo 10 training 15 km from surface 1969 July Apollo 11 Touchdown! That's one small step for (a) man, one giant

leap for mankind

Target condition Challenge Vision

2. A direction which is understandable

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Why is it important to know where we are ?Why is it important to know where we are ?

If we do not have a common starting point we will not know or have the same obstacles ahead of us.

Builds motivation to change. Gets feedback that we actually have changed. Important to base it on actual facts and reality and not what we think!

3. Where are we

If you ask different persons about their current condition you will be surprised of their different views.

Joakim thinks

Anna thinks

Pia thinks

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Good. Can we get going now? (action plan) We know where we are and where we are going!

Typical Action Plan

Well, not quite...Well, not quite...

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The Dice Exercise- Question 1 -

I will roll a dice 3 times The sum will be between 3 and 18

Before I roll, write down what will be the sum of the three rolls.

Exercise by Mike Rother

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If you wrote the wrong sum

How do you feel ?

If you wrote the wrong sum

How do you feel ?

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Not so bad,it’s just chance

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- Question 2 -- Question 2 -

2, 4, 6, 8, 10, 12, ?

What will be the next number in this series ?

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Question 2Question 2

2, 4, 6, 8, 10, 12, 2

Those who wrote the wrong number ...How do you feel this time?

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Hey!Hey!

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How are thesetwo scenarios different?

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What’s different between the scenarios?What’s different between the scenarios?

How simple or hard it is to spot the knowledge threshold! In round 1 with the dice it was simple to see that we didn’t know the result. In round 2 it was harder to see the knowledge threshold. We thought we knew

the answer, so we just went past the threshold and answered !!

But in both situations the knowledge threshold was the same. We had no more facts beyond what we knew.

What would have been a good answer in both scenarios? Why don’t we say that?

Currentknowledge threshold

2, 4, 6, 8, 10, 12,

Known territory

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But when we don’t see it we’d rather carry on with action plans, voting, pick-charts … instead of testing, learning and adapting.

The trouble ain't what people don't know, it's what they know that ain't so (Josh Billings)

There is always a knowledge thresholdThere is always a knowledge threshold

Effect

Action plan PICK-chart Voting

Actions plans decide in advance how we should get there … even though we don’t know.

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And thinking you know how to get there in advance is just waste!

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The knowledge threshold is where we start guessing.You have to admit it to be able to see it (I don’t know).We can go further by experimenting in small steps.We do not know what the result will be.

This is where our learning starts!

You can’t just implement, because situations change!

4. We need a dynamic wayof getting there

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That’s exactly what the improvement Kata is

1. A clear and relevant direction for our improvements.

2. A direction which is understandable

3. Where are we4. We need a dynamic way

of getting there

SummarySummary

1 2 3 4Understand the

directionGrasp current

conditionEstablish next

target conditionExperiment towards target

condition

Targetcondition

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Great, lets go !!Great, lets go !!

We know where we are going We know where we are We know how to navigate and

adapt on the way there

1 2 3 4Understand the

directionGrasp current

conditionEstablish next

target conditionExperiment towards target

condition

Targetcondition

But wait, there’s a problem…

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What’s neededin order to change?

A simple example

What’s neededin order to change?

A simple example

Sign your name 5 times normally Start when I say go When you are finished raise your hand

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Let’s try just a small changeLet’s try just a small change

That was easy, now let’s do a very small change!

Change hand to non-dominant Write it 5 times again Start when we say go Raise your hand when you are finished

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How did it feel?How did it feel?

Different Difficult Weird Uncomfortable

You were outside your comfort zone with your non-dominant hand

You have a well established mental habit of using your dominant hand

It is so trained it is automatic, comfortable and normal

You need very little mental energy to do it

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How humans learn skills & change:Findings from brain research

On NextPage

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So we have a dilemmaSo we have a dilemmaWe want to create a systematic habit where we daily improve in an unknown territory in order to achieve our challenges, i.e. apply the Improvement Kata! But our brain follows our regular tracks (fast on solution, action

plans, just do, 5 who…), it prefers current neural pathways where less energy is needed.

We want to create new habits where we are comfortable working with the Improvement Kata, i.e. we have to create new neural pathways.

Every time you do something, you are more likely to do it again.

- Alvaro Pascual-Leone

Unknown learning territory

Next target

condition

Current condition

We need to create a habit of using the Improvement Kata here

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A solution is deliberate practice !A solution is deliberate practice ! By consciously practicing the practice routines of the Improvement Kata we can

create new habits.

When you have learned to drive a car you stop thinking about the routines of shifting gears, braking … instead you focus on what is happening on the road. But if we try driving a British left-hand we’re almost back on square one!!

So Kata are practice routines for a way of thinking and acting. It is possible to learn and use. It will increase your capability and in the end be a comfortable habit!!

By practicing kata you can change and improve your company culture

“We are all much more likely to act our way into a new way of thinking, than to think our way into a new way of acting.” (Richard Pascale, 1990)

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Correct practicecreates the right habit but …

The person who practices (Learner) the Improvement Kata routines can accidentally just practice their old habits.

A Coach is needed who corrects and supports to ensure that the Learner continues to practice the right routine in the right way.

The Coaching Kata is a routine for teaching the Improvement Kata pattern

The Coaching Kata gives the Leader a standardized way of developing peoples capabilities to work with challenge driven improvements.

When combined, the Improvement Kata and Coaching Kata become a way to manage!

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Daily coaching cycles

Improvement Kata

The Improvement Kata pattern is learnedthrough coaching in actual work

Coach Learner

Understand the direction

Grasp Current Condition

Establish next Target Condition

Experiment towards Target Condition

Targetcondition

Toyota Kata

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Improvement Kata

Coaching Kata

Toyota Kata

Understand direction

Grasp Current

Condition

Establish next Target Condition

Experiment towards Target Condition

Deploy Daily coaching cycles

Targetcondition

LEARNER

Instruct / coach

Learner’sboard

The video on the next page gives you an example of a “Coaching Cycle” in Swedish

Our best wishes for your practiceOur best wishes for your practice

Apr 8, 2023

Toyota Kata - Here's Why!

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